tài liệu ôn tập Quản trị nguồn nhân lực

tài liệu ôn tập Quản trị nguồn nhân lực, tổng hợp kiến thức thi cuối kì, human resource management, Organization: An organization consists of people with formally assigned roles who work together to achieve the organization’s goals. 2. Manager: Someone who is responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people. 3. Managing: To perform five basic functions: planning, organizing, staffing, leading, and controlling.

CHAPTER 1: MANAGING HUMAN RESOURCES TODAY

1 Organization: An organization consists of people with formally assigned roles who

work together to achieve the organization’s goals

2 Manager: Someone who is responsible for accomplishing the organization’s goals,

and who does so by managing the efforts of the organization’s people

3 Managing: To perform five basic functions: planning, organizing, staffing, leading,

and controlling

4 Management process:

The five basic functions of planning, organizing, staffing, leading, and controlling

• Planning: Establishing goals and standards; developing rules and procedures;

developing plans and forecasts

• Organizing: Giving each subordinate a specific task; establishing departments;

delegating authority to subordinates; establishing channels of authority andcommunication; coordinating the work of subordinates

• Staffing: Determining what type of people should be hired; recruiting

prospective employees; selecting employees; setting performance standards;compensating employees; evaluating performance; counseling employees; trainingand developing employees

• Leading: Getting others to get the job done; maintaining morale; motivating

subordinates

• Controlling: Setting standards such as sales quotas, quality standards, or

production levels; checking to see how actual performance compares with thesestandards; taking corrective action as needed

Human resource management (HRM): The process of acquiring, training, appraising,

and compensating employees, and of attending to their labor relations, health and safety,and fairness concerns

These include:

• Conducting job analyses (determining the nature of each employee’s job)

• Planning labor needs and recruiting job candidates

• Selecting job candidates

• Orienting and training new employees

• Managing wages and salaries (compensating employees)

• Providing incentives and benefits

• Appraising performance

• Communicating (interviewing, counseling, disciplining)

• Training employees, and developing managers

• Building employee relations and engagement

And what a manager should know about:

• Equal opportunity and affirmative action

• Employee health and safety

• Handling grievances and labor relations

Why is Human Resource Management Important to All Managers?

Perhaps it’s easier to answer this by listing some of the personnel mistakes you don’twant to make while managing For example, you don’t want to:

• Have your employees not doing their best

• Hire the wrong person for the job

• Experience high turnover

• Have your company in court due to your discriminatory actions

• Have your company cited for unsafe practices

• Let a lack of training undermine your department’s effectiveness

• Commit any unfair labor practices

- Improving Profits and Performance: More important, it can help ensure that you get

results—through people.They were successful because they had the knack for hiring theright people for the right jobs and then motivating, appraising, and developing them

- You May Spend Some Time As An HR Manager: the experience was invaluable in

learning how to develop leaders and in understanding the human side of transforming acompany

- HR for Small Businesses: And here is one final reason to study this book: you may

well end up as your own human resource manager If you are managing your own smallfirm with no human resource manager, you’ll probably have to handle HR on your own

To do that, you must be able to recruit, select, train, appraise, and reward employees.There are special HR Tools for

Line Managers and Small Businesses features in most chapters These show smallbusiness owners how to improve their human resource management practices

Line versus Staff Authority

Authority: the right to make decisions, to direct the work of others, and to give orders Line authority gives managers the right (or authority) to issue orders to other managers

or employees It creates a superior–subordinate relationship Staff authority gives a

manager the right (authority) to advise other managers or employees It creates anadvisory relationship

Line managers: A manager who is authorized to direct the work of subordinates and

is responsible for accomplishing the organization’s tasks → Have line authority Theyare authorized to give orders

Staff managers: A manager who assists and advises line managers → Have staffauthority They are authorized to assist and advise line managers

Human resource managers are staff managers They assist and advise line managers

in areas like recruiting, hiring, and compensation In practice, HR and line managersshare responsibility for most human resource activities For example, human resource andline managers in about two-thirds of the firms in one survey shared responsibility forskills training (Thus, the supervisor might describe what training she thinks the newemployee needs, HR might design the training, and the supervisors might then ensure thatthe training is having the desired effect.)

Line Managers’ Human Resource Management Responsibilities

The direct handling of people always has been an integral part of every line manager’sresponsibility, from president down to the first-line supervisor For example, onecompany outlines its line supervisors’ responsibilities for effective human resourcemanagement under the following general headings:

1 Placing the right person in the right job

2 Starting new employees in the organization (orientation)

3 Training employees for jobs that are new to them

4 Improving the job performance of each person

5 Gaining creative cooperation and developing smooth working relationships

6 Interpreting the company’s policies and procedures

7 Controlling labor costs

8 Developing the abilities of each person

9 Creating and maintaining departmental morale

10 Protecting employees’ health and physical conditions

In small organizations, line managers may carry out all these personnel duties unassisted.But as the organization grows, line managers need the assistance, specialized knowledge,and advice of a separate human resource staff

The Human Resource Department

In larger firms, the human resource department provides such specialized assistance.Typical positions include compensation and benefits manager, employment andrecruiting supervisor, training specialist, and employee relations executive

Recruiters: Maintain contacts within the community and perhaps travel extensively to

search for qualified job applicants

Equal employment opportunity (EEO) representatives or affirmative action coordinators: Investigate and resolve EEO grievances, examine organizational practices

for potential violations, and compile and submit EEO reports

Job analysts: Collect and examine detailed information about job duties to prepare job

descriptions

Compensation managers: Develop compensation plans, and handle the employee

benefits program

Training specialists: Plan, organize, and direct training activities.

Labor relations specialists: Advise management on all aspects of union management

relations

The Trends Shaping Human Resource Management

Globalization Trends: Globalization refers to companies extending their sales,

ownership, and/or manufacturing to new markets abroad Thus Toyota builds Camrys inKentucky, and Apple assembles iPhones in China Free trade areas agreements thatreduce tariffs and barriers among trading partners further encourage international trade.The North American Free Trade Agreement (NAFTA) and the European Union (EU) areexamples

Economic Trends: Although globalization supported a growing global economy, the

past 15 or so years were difficult economically Gross national product (GNP)—ameasure of the United States of America’s total output—boomed between 2001 and

2007 During this period, home prices leaped as much as 20% per year Unemploymentremained docile at about 4.7%.38 Then, around 2007–2008, all these measures fell off acliff GNP fell Home prices dropped by 10% or more (depending on city).Unemployment nationwide soon rose to more than 10% Some economists called it the

“Great Recession.”

Labor Force Trends: Complicating all this is the fact that the labor force in America is

growing more slowly than expected (which is not good, because if employers can’t getenough workers, they can’t expand) To be precise, the Bureau of Labor Statisticsprojects the labor force to grow at 0.2% per year from 2015 to 2025, compared with anannual growth rate of 0.7% during the 2002–2012 decade

Technology Trends: Technological change is also reshaping human resource

management Just over half of companies in one survey were using digital and mobiledevices to “redesign HR.” For example 41% were designing mobile apps to deliverhuman resource management services, and about a third were using artificial intelligence.For instance, Accenture estimates that social media tools like Facebook and LinkedInwill soon produce up to 80% of new recruits—often letting line managers bypass HR and

do their own recruiting

Distributed HR and the New Human Resource Management

Perhaps the most important change is that more human resource management tasks arebeing redistributed from a central HR department to the company’s employees and linemanagers, thanks to digital tools like mobile phones and social media For example, atGoogle, when someone applies for a job, his or her information goes into a system thatmatches the recruit with current Google employees based on interests and experiences In

a process Google calls “crowdsourcing,” Google employees then get a big say in whomGoogle hires

- The second is the employee costs lever For example, the human resource managertakes a prominent role in advising top management about the company’s staffing levelsand in setting and controlling the firm’s compensation, incentives, and benefits policies

- The third is the strategic results lever Here the HR manager puts in place the policiesand practices that produce the employee competencies and skills the company needs to

achieve its strategic goals For example a bank’s new software helped its customerservice reps improve their performance, thanks to new human resource training andcompensation practices.

HR and Performance Measurement Improving performance requires being able to

measure what you are doing For example, when IBM’s former HR head needed $100million to reorganize its HR operations several years ago, he told top management, “I’mgoing to deliver talent to you that’s skilled and on time and ready to be deployed I will

be able to measure the skills, tell you what skills we have, what [skills] we don’t have[and] then show you how to fill the gaps or enhance our training.”

Human resource managers use performance measures (or “metrics”) to validate claimslike these For example, median HR expenses as a percentage of companies’ totaloperating costs average just under 1% On average, there is about 1 human resource staffperson per 100 employees

HR and Employee Engagement

Employee engagement: The extent to which an organization’s employees are

psychologically involved in, connected to, and committed to getting their jobs done –

>Employee engagement is important because it drives performance

New HR programs:

These included measurable objectives, new leadership development programs, newemployee recognition programs, improved internal communications programs, a newemployee development program, and new compensation and other policies

HR and Strategy

Strategic human resource management: Formulating and executing human resource

policies and practices that produce the employee competencies and behaviors thecompany needs to achieve its strategic aims

For example, PepsiCo wants to deliver “Performance with Purpose,” in other wordsfinancial performance while also achieving human sustainability, environmentalsustainability, and talent sustainability PepsiCo has goals to measure financialperformance, for instance in terms of shareholder value and long-term financialperformance Its goals for human sustainability include providing clear nutritioninformation on products Environmental sustainability goals include protecting andconserving global water supplies Talent sustainability goals include respectingworkplace human rights and creating a safe and healthy workplace

Ethics: The principles of conduct governing an individual or a group; specifically, the

standards you use to decide what your conduct should be

For example, prosecutors filed criminal charges against several Iowa meatpacking planthuman resource managers who allegedly violated employment law by hiring childrenyounger than 16

• Consultation: The ability to provide guidance to organizational stakeholders.

• Critical Evaluation: The ability to interpret information with which to makebusiness decisions and recommendations

• Global & Cultural Effectiveness: The ability to value and consider theperspectives and backgrounds of all parties

• Communication: The ability to effectively exchange information withstakeholders

SHRM also says HR managers must have the basic knowledge of principles and practices

of the basic functional areas of HR, which include the following:

• Functional Area #1: Talent Acquisition and Retention

• Functional Area #2: Employee Engagement

• Functional Area #3: Learning and Development

• Functional Area #4: Total Rewards

• Functional Area #5: Structure of the HR Function

• Functional Area #6: Organizational Effectiveness and Development

• Functional Area #7: Workforce Management

• Functional Area #8: Employee Relations

• Functional Area #9: Technology and Data

• Functional Area #10: HR in the Global Context

• Functional Area #11: Diversity and Inclusion

• Functional Area #12: Risk Management

• Functional Area #13: Corporate Social Responsibility

• Functional Area #14: U.S Employment Law and Regulations

• Functional Area #15: Business and HR Strategy

Gig workers: The large and growing workforce comprised of contract, temp, freelance,

independent contractor, “on-demand,” or simply “gig” workers

HR and the Manager’s Skills

This text aims to help all managers develop the skills they’ll need to carry out the humanresource management–related aspects of their jobs, such as recruiting, selecting, training,

appraising, and incentivizing employees and providing them with a safe and fulfillingwork environment

Building Your Management Skills features in each chapter cover matters such as how tointerview job candidates and train new employees

HR Tools for Line Managers and Small Businesses features aim to provide smallbusiness owners and managers in particular with techniques they can use to bettermanage their small businesses

Know Your Employment Law features highlight the practical information all managersneed to make better HR-related decisions at work

Employee Engagement Guide for Managers features show how managers improveemployee engagement

DISCUSSION QUESTIONS

1-1 What is human resource management?

Human resource management (HRM): The process of acquiring, training, appraising,

and compensating employees, and of attending to their labor relations, health and safety,and fairness concerns

1-2 Explain with at least five examples why “a knowledge and proficiency in HR management concepts and techniques is important to all supervisors or managers.”

Having a solid understanding of HR management is crucial for supervisors and managersbecause it allows them to effectively lead and support their teams Here are five examples

of why HR knowledge is important:

- Recruitment and Selection: Managers need to know how to attract and select the rightcandidates for their teams They must understand the recruitment process, interviewtechniques, and legal considerations to make informed hiring decisions

- Performance Management: Supervisors must have the skills to set performance goals,provide feedback, and evaluate employee performance This knowledge enables them tomotivate their team members and improve overall productivity

- Training and Development: Managers need to identify skill gaps within their teams andprovide appropriate training opportunities Understanding HR concepts helps them designand implement training programs that enhance employee skills and foster career growth

- Employee Engagement: Supervisors play a vital role in creating a positive workenvironment that promotes engagement and job satisfaction HR knowledge equips themwith techniques to foster teamwork, recognize employee achievements, and addressconcerns effectively

- Legal Compliance: Managers are responsible for ensuring their actions comply withlabor laws and regulations Understanding HR concepts helps them navigate legal issuesrelated to discrimination, harassment, wage and hour regulations, and more

1-3 Discuss the changing trends in workforce diversity How do these trends influence HRM?

Workforce diversity refers to the variety of individuals in terms of their demographiccharacteristics, such as age, gender, race, ethnicity, and cultural background Thesechanging trends in diversity significantly impact HRM in several ways:

a Inclusive Workplace: HRM must focus on creating an inclusive environment whereindividuals from diverse backgrounds feel valued and respected This involvesimplementing diversity training programs, promoting cultural awareness, and embracingdifferent perspectives

b Talent Acquisition: HRM needs to adopt strategies to attract and recruit a diverse pool

of candidates By recognizing the benefits of diversity, organizations can tap into abroader talent pool and gain a competitive advantage

c Adapting Policies and Practices: HRM must continually review and update its policiesand practices to accommodate the needs and preferences of a diverse workforce Thisincludes flexible work arrangements, religious accommodations, and language support

d Managing Cultural Differences: HRM plays a pivotal role in managing culturaldifferences within the organization This involves promoting cross-culturalunderstanding, resolving conflicts, and facilitating effective communication acrossdiverse teams

1-4 Why is it essential for managers to know about HRM concepts and techniques?

a Effective Team Management: HRM knowledge equips managers with the skills torecruit, develop, and retain talented individuals This helps create high-performing teamsthat contribute to organizational success

b Legal Compliance: Managers need to make decisions that align with labor laws andregulations Understanding HRM concepts ensures they are aware of legal requirementsrelated to hiring, compensation, employee rights, and more

c Conflict Resolution: Managers often encounter employee conflicts and grievances.HRM knowledge enables them to handle these situations effectively, ensuring fairtreatment, and maintaining a harmonious work environment

d Performance Improvement: Managers play a significant role in enhancing employeeperformance With HRM knowledge, they can provide constructive feedback, identifytraining needs, and implement performance management strategies

1-5 Discuss with examples four important issues influencing HR management

a Technological Advancements: The rapid evolution of technology has revolutionizedHRM processes HR departments now use applicant tracking systems for recruitment,online learning platforms for training, and HRIS (Human Resource Information Systems)for managing employee data

b Work-Life Balance: Achieving work-life balance has become a critical concern foremployees and organizations HRM focuses on implementing policies and programs thatpromote flexible work arrangements, wellness initiatives, and family-friendly benefits

c Talent Management and Retention: The war for talent continues to intensify HRMfocuses on attracting and retaining top performers through competitive compensationpackages, career development opportunities, and creating a positive organizationalculture

d Ethical and Sustainable HR Practices: Organizations are increasingly focusing onethical and sustainable HR practices This involves promoting fair and equitabletreatment of employees, ensuring compliance with labor laws and regulations, andembracing environmentally responsible initiatives HR departments play a crucial role infostering ethical conduct, implementing diversity and inclusion policies, and supportingcorporate social responsibility efforts

1-6 Explain HR management’s role in relation to the firm’s line management.

HR management and line management work in partnership to achieve organizationalgoals Here's an overview of their roles:

HR Management:

● Develops HR strategies and policies aligned with the organization's goals

● Designs and implements HR programs, such as recruitment, training,compensation, and performance management

● Ensures legal compliance and adherence to labor regulations

● Handles employee relations, including conflict resolution and disciplinary actions

● Provides guidance and support to line managers on HR-related matters

● Monitors and analyzes HR metrics to identify trends and make data-drivendecisions

● Collaborates with line managers to address workforce planning and talentmanagement

Line Management:

● Implements HR policies and programs within their respective departments

● Manages day-to-day operations and supervises employees

● Sets performance goals and provides feedback to employees

● Makes hiring decisions in collaboration with HR.

● Identifies training needs and supports employee development

● Handles employee scheduling and workload management

● Promotes a positive work environment and fosters team collaboration

While HR management focuses on developing and implementing HR strategies andprograms, line management is responsible for executing these strategies within theirdepartments and ensuring their effective implementation

1-7 Compare the authority of line and staff managers Give examples of each.

Line Managers:

● Have direct authority over employees within their department

● Responsible for achieving departmental goals and targets

● Examples include department heads, supervisors, or team leaders

● Line managers make day-to-day operational decisions, manage employeeperformance, and allocate resources within their departments

Staff Managers:

● Provide advice, support, and specialized expertise to line managers

● Examples include HR managers, IT managers, or legal advisors

● Staff managers do not have direct authority over employees in the same way asline managers

● Their role is to assist line managers in making informed decisions and ensurecompliance with policies and regulations

For example, let's consider a manufacturing company:

● Line Manager: The production supervisor is responsible for overseeing theproduction line, ensuring production targets are met, and managing theperformance of the production team

● Staff Manager: The HR manager supports the production supervisor by providingguidance on recruitment and selection, conducting training programs for theproduction team, and handling employee relations issues

CASE STUDY

Carter Cleaning Company

Jennifer Carter graduated from State University in June 2013 and, after consideringseveral job offers, decided to do what she really always planned to do—go into businesswith her father, Jack Carter

Jack Carter opened his first laundromat in 2001 and his second in 2004 The mainattraction of these coin laundry businesses for him was that they were capital intensive

rather than labor intensive Thus, once the investment in machinery was made, the storescould be run with just one unskilled attendant and have none of the labor problems onenormally expects from being in the retail service business.

The attractiveness of operating with virtually no skilled labor notwithstanding, Jack haddecided by 2003 to expand the services in each of his stores to include the dry cleaningand pressing of clothes He embarked, in other words, on a strategy of “relateddiversification” by adding new services that were related to and consistent with hisexisting coin laundry activities He added these in part because he wanted to better utilizethe unused space in the rather large stores he currently had under lease But he also did sobecause he was, as he put it, “tired of sending out the dry cleaning and pressing work thatcame in from our coin laundry clients to a dry cleaner 5 miles away, who then took most

of what should have been our profits.” To reflect the new, expanded line of services, herenamed each of his two stores Carter Cleaning Centers and was sufficiently satisfiedwith their performance to open four more of the same type of stores over the next fiveyears Each store had its own on-site manager and, on average, about seven employeesand annual revenues of about $700,000 It was this six-store cleaning centers chain thatJennifer joined upon graduating from State University

Her understanding with her father was that she would serve as a troubleshooter andconsultant to the elder Carter with the aim of both learning the business and bringing to itmodern management concepts and techniques for solving the business’s problems andfacilitating its growth

- Training and Development: Ensuring that employees receive adequate training toperform their duties effectively, including customer service skills, operating machinery,dry cleaning techniques, and quality control

- Performance Management: Implementing a performance management system to setclear expectations, provide feedback, and reward high-performing employees, whileaddressing underperformance and providing opportunities for improvement

- Employee Relations: Establishing and maintaining positive employee relations,addressing any conflicts or grievances that may arise, and fostering a supportive andrespectful work environment

- Compensation and Benefits: Developing a fair and competitive compensation structure,

including wages and benefits, to attract and retain qualified employees and motivate them

to perform at their best

1-22 What would you do first if you were Jennifer?

If I were Jennifer, the first step I would take is to conduct a comprehensive HR audit toassess the current state of HR practices within the company This would involvereviewing existing policies, procedures, and documentation related to recruitment,training, performance management, and compliance Additionally, I would gatherfeedback from employees to understand their concerns and expectations Based on theaudit findings, I would develop an HR strategy and action plan to address the identified

HR problems and align HR practices with the company's goals and objectives

Overall, my initial focus would be to understand the current HR landscape, identify areasfor improvement, and develop a strategic plan to address the HR challenges faced byCarter Cleaning

CHAPTER 3: HUMAN RESOURCE STRATEGY AND PERFORMANCE Strategic plan: The company’s plan for how it will match its internal strengths and

weaknesses with its external opportunities and threats to maintain a competitive position

Management planning involves five steps: setting goals, making basic planning

forecasts, reviewing alternative courses of action, evaluating which options are best, andthen choosing and implementing your plan

Figure 3.1 Sample Hierarchy of Goals

Diagram for a Company

Policies and Procedures Policies and procedures provide the day-to-day guidanceemployees need to do their jobs in a manner that is consistent with the com- pany’s plansand goals Policies set broad guidelines delineating how employees should proceed Forexample, “It is the policy of this company to comply with all laws, regulations, andprinciples of ethical conduct Each employee must observe this policy.”

Strategy: A course of action the company can pursue to achieve its strategic aims (Một

quá trình hành động mà công ty có thể theo đuổi để đạt được các mục tiêu chiến lược củamình)

For example, Both PepsiCo and Coca-Cola face the same basic problem: people aredrinking fewer sugary drinks However, they each chose different strategies to deal withthis PepsiCo diversified by selling more food items like chips Coca-Cola concentratedrelatively more on sweet beverages, and on boosting advertising to (hopefully) boostCoke sales

Strategic management: The process of identifying and executing the organization’s

strategic plan, by matching the company’s capabilities (strengths and weaknesses) withthe demands of its environment (its competitors, customers, and suppliers)

The Strategic Management Process:

Step1: Define the current business

Step2: Perform external and internal audits

Step3: Formulate a new direction

Step4: Translate the mission into strategic goals

Step5: Formulate strategies to achieve the strategic goals

Step6: Implement the strategies

Step7: Evaluate performance

(Step 1-5: Strategic planning, Step 6: Strategic Execution, Step 7: Strategic Evaluation)

Vision statement: A general statement of the firm’s intended direction that shows, in

broad terms, “what we want to become.”

Mission statement: Summarizes what the company’s main tasks are today.

Corporate-level strategy: Type of strategy that identifies the portfolio of businesses

that, in total, comprise the company and the ways in which these businesses relate to eachother

Type of Strategy at Each Company Level

Competitive strategy: A strategy that identifies how to build and strengthen the

business’s long-term competitive position in the marketplace

Competitive advantage: Any factors that allow an organization to differentiate its

product or service from those of its competitors to increase market share

Managers use three standard competitive strategies to achieve competitive advantage:

● Cost leadership means becoming the low-cost leader in an industry Walmart is aclassic example

● Differentiation is a second possible competitive strategy In a differentiationstrategy, the firm seeks to be unique in its industry along dimensions that arewidely valued by buyers Thus, Volvo stresses the safety of its cars, Uber stresses

fast, seamless pickups, and GE stresses the reliability of its Greenville plant’saircraft parts.

● Focusers carve out a market niche (like Ferrari) They offer a product or servicethat their customers cannot get from generalist competitors (such as Toyota)

Functional strategy: A department’s functional strategy identifies what the department

must do in terms of specific departmental policies and practices to help the businessaccomplish its competitive goals

Managers’ Roles in Strategic Planning

Devising a strategic plan is top management’s responsibility However, top executivesrarely formulate strategic plans without the input of lower-level managers Few peopleknow as much about the firm’s competitive pressures, vendor capabili- ties, product andindustry trends, and employee capabilities and concerns than do the company’sdepartment managers

For example, the human resource manager is in a good position to supply “competitiveintelligence”—information on what competitors are doing Details regarding competitors’incentive plans, employee opinion surveys that elicit information about customercomplaints, and information about pending legislation such as labor laws are examples.Human resource managers should also be the masters of information about their ownfirms’ employees’ strengths and weaknesses

Strategic Human Resource Management

Strategic Human Resource Management: Formulating and executing human resource

policies and practices that produce the employee competencies and behaviors thecompany needs to achieve its strategic aims

For example, a high-end hotel like the Shanghai Portman will have different employeeselection, training, and pay policies than will a small roadside motel because theShanghai’s customers expect service commensurate with the higher fees they’re paying.For example, PepsiCo aims to deliver “Performance with Purpose.” This meansachieving financial performance while also achieving human sustainability,environmental sustainability, and talent sustainability

Management formulates strategic plans and goals In turn, executing these plans andachieving these goals depends on having the right mix of employee competencies andbehaviors And finally, to produce these required employee competencies and behaviors,

the human resource manager must put in place the right mix of recruitment, selection, training, and other HR strategies, policies, and practices

Strategy map: A strategic planning tool that shows the “big picture” of how each

department’s performance contributes to achieving the company’s overall strategic goals

HR scorecard: A process for assigning financial and nonfinancial goals or metrics to the

human resource management related chain of activities required for achieving thecompany’s strategic aims and for monitoring results

Digital dashboard: Presents the manager with desktop graphs and charts, thus presenting

a computerized picture of where the company stands on all the metrics from the HRScorecard process

Human resource metric: The quantitative gauge of a human resource management

activity such as employee turnover, hours of training per employee, or qualifiedapplicants per position

For example, there is (on average) one human resource employee per 100 companyemployees for firms with 100–249 employees The HR employee-to-employee ratiodrops to about 0.79 for firms with 1,000–2,499 employees and to 0.72 for firms withmore than 7,500 employees

Benchmarking Measuring how one is doing (for instance, in terms of employee turnover

or productivity) is rarely enough for deciding what to change Instead, one must know

“How are we doing?” in relation to something For example, are our accident rates rising

or falling? Similarly, you may want to benchmark your results and compare performing companies to your own, to understand what makes them better

high-Strategy-based metric: Metrics that specifically focus on measuring the activities that

contribute to achieving a company’s strategic aims

Workforce/Talent Analytics and Data Mining

● Data mining is “the set of activities used to find new, hidden, or unexpected

patterns in data”

Employers are using talent analytics to answer questions like these:

● Analytical HR For example, “Which units, departments, or individuals need

attention?” Lockheed Martin collects performance data to identify units needingimprovement

● Human capital investment analysis For example, “Which actions have the

greatest impact on my business?” By monitoring employee satisfaction levels,Cisco was able to improve its employee retention rate from 65% to 85%, savingthe company nearly $50 million in recruitment, selection, and training costs

● Talent value model For example, “Why do employees choose to stay with or

leave my company?” For example, Google was able to anticipate when anemployee felt underutilized and was preparing to quit, thus reducing turnovercosts

● Talent supply chain For example, retail companies use special analytical models

to predict daily store volume and release hourly employees early

HR audit: An analysis by which an organization measures where it currently stands and

determines what it has to accomplish to improve its HR function (Kiểm toán nhân sự:Một phân tích trong đó một tổ chức đo lường vị trí hiện tại của mình và xác định những

gì tổ chức phải hoàn thành để cải thiện chức năng nhân sự của mình)

Typical things audited include the following:

1 Roles and headcount (including job descriptions and employees categorized byexempt/nonexempt and full- or part-time)

2 Compliance with federal, state, local employment–related legislation

3 Recruitment and selection (including use of selection tools, background checks,and so on)

4 Compensation (policies, incentives, survey procedures, and so on)

5 Employee relations (union agreements, disciplinary procedures, employeerecognition)

6 Mandated benefits (Social Security, unemployment insurance, workers’ pensation, and so on)

com-7 Group benefits (insurance, time off, flexible benefits, and so on)

8 Payroll (such as legal compliance)

9 Documentation and record keeping (For example, do our files contain informationincluding résumés and applications, offer letters, job descriptions, performanceevaluations, benefit enrollment forms, payroll change notices, and documentationrelated to personnel actions such as employee handbook acknowledgments?)

10 Training and development (new employee orientation, workforce develop- ment,

technical and safety, career planning, and so on)

11 Employee communications (employee handbook, newsletter, recognitionprograms)

12 Termination and transition policies and practices

Building High-performance work system

High-performance work system: A set of human resource management policies and

practices that promote organizational effectiveness

- First, it shows examples of human resource metrics, such as hours of training peremployee, or qualified applicants per position

- Second, it illustrates what employers must do to have high-performance systems

- Third, show that high-performance work practices usually aspire to encourage employeeinvolvement and self-management

Employee engagement refers to being psychologically involved in, connected to, and

committed to getting one’s jobs done Engaged employees “experience a high level ofconnectivity with their work tasks,” and therefore work hard to accomplish their task-related goals Engaged employees do their jobs as if they own the company

Why is employee engagement important ? Employee engagement is important because

it drives performance and productivity

For example, based on a Gallup survey, business units with the highest levels ofemployee engagement have an 83% chance of performing above the company median;those with the lowest employee engagement have only a 17% chance

The Employee Engagement Problem: The problem is that, depending on the study,

only about 21–30% of employees nationally are engaged Gallup distinguishes amongengaged employees “who work with passion and feel a profound connection to theircompany,” not-engaged employees who are essentially “checked out,” and activelydisengaged employees who “act out their unhappiness” by undermining what theirengaged coworkers are accomplishing Gallup recently found that about 30% ofemployees were engaged, 50% were not engaged, and 20% were actively disengaged

What Can Managers Do to Improve Employee Engagement?

Managers improve employee engagement by taking concrete steps to do so, oneimportant activity is providing supportive supervision Foster employee engagementinclude making sure employees understand how their departments contribute to thecompany’s success, see how their own efforts contribute to achieving the company’sgoals, and get a sense of accomplishment from working at the firm Employees who arehighly involved as when working in self-managing teams also tend to be engagedemployees Employers should also hold managers responsible for employee engagement

How to Measure Employee Engagement ?

First, Accenture assesses how positively the employee speaks about the company and recommends it to others Second, it looks at who stays with the company, and why Third, it looks at “strive.” For instance, “do employees take an active role in the overall

success of the organization by moving beyond just doing tasks to going above and

How Kia Motors (UK) Improved Performance with an HR Strategy Aimed at BoostingEmployee Engagement

Kia Motors today is a successful automobile manufacturer employing tens of thou- sands

of employees around the world, and one famous for its 10-year warranty and for thequality and value of its products However, Kia was not always so successful In July

1997, Kia was under bankruptcy protection and having difficulty ser- vicing its $10.6billion of debt In 1998, Hyundai Motorcar Company of Korea purchased 51% of Kia.That triggered a multiyear program aimed at improving Kia’s operating performance.Today, Hyundai only owns about one-third of Kia Motors, although Kia is still a closeknit part of Hyundai Motor Group

The strategic management process consists of seven steps

Step 1: Assess the Current Position - In this step, the organization asks the question,

"Where are we now as a business?" It involves conducting a thorough analysis of theinternal and external factors that may impact the organization's performance Thisassessment helps identify the organization's strengths, weaknesses, opportunities, andthreats (SWOT analysis) and provides a foundation for strategic decision-making

Step 2: Evaluate Internal and External Factors - Building upon the SWOT analysis, thisstep involves a deeper evaluation of the organization's internal capabilities, resources, andcompetencies, as well as the external environment Internal analysis helps identify theorganization's core competencies and competitive advantage, while external analysisconsiders factors such as market trends, industry dynamics, and competitive forces

Step 3: Formulate a New Business Direction - Based on the assessment of theorganization's current position and the insights gained from the internal and externalanalysis, this step focuses on formulating a new business direction It involves identifyingpotential opportunities for growth, exploring new markets or product/service offerings,and considering potential strategic alternatives

Step 4: Set Strategic Goals - Once the new business direction is established, it isimportant to set clear strategic goals These goals should be specific, measurable,achievable, relevant, and time-bound (SMART) Setting strategic goals provides a cleardirection and helps guide decision-making throughout the organization

Step 5: Choose Specific Strategies - With the strategic goals in place, the next step is to

choose specific strategies or courses of action to achieve those goals This involvesidentifying the key initiatives, projects, or actions that will help the organization movetowards its desired future state Strategies may include market expansion, new productdevelopment, cost leadership, differentiation, or strategic partnerships, among others.Step 6: Implement the Strategic Plan - Implementation is a critical step where the chosenstrategies are put into action It involves allocating resources, aligning organizationalstructures and processes, and developing action plans to execute the strategic initiatives.Effective implementation requires clear communication, employee engagement, andmonitoring progress to ensure that the strategies are being executed as planned.

Step 7: Evaluate the Strategic Plan - The final step involves evaluating the effectiveness

of the strategic plan This includes monitoring and measuring the performance against theset strategic goals, assessing the outcomes, and identifying any deviations or areas forimprovement Evaluation helps organizations learn from their experiences, makenecessary adjustments, and continuously improve the strategic management process

3-2 What are human resource metrics and benchmarking primarily used for? Explain with an example of each

Human resource metrics are quantitative measures used to assess and track variousaspects of an organization's workforce, such as employee performance, turnover rates,training effectiveness, and diversity These metrics provide valuable insights into the HRfunction and help in decision-making

Example of HR Metrics: One commonly used HR metric is the employee turnover rate Itmeasures the percentage of employees who leave the organization within a specificperiod For instance, if a company has 100 employees and 10 employees leave in a year,the turnover rate would be 10%

Benchmarking involves comparing an organization's HR metrics and practices againstindustry standards or best practices It helps identify areas for improvement and provides

a basis for setting performance targets

Example of Benchmarking: Let's say a manufacturing company wants to assess itstraining effectiveness They can benchmark their training program against other similarcompanies in the industry to identify whether their training outcomes are comparable or

if there is room for improvement

3-3 What are the three main features of the policies and practices of a performance work system?

high-High-performance work system: A set of human resource management policies and

practices that promote organizational effectiveness

- Employee Involvement: It involves empowering employees to contribute their ideas,suggestions, and opinions regarding work processes and decision-making This couldinclude practices like participative management, self-managed teams, and regularfeedback sessions

- Skill Development: A HPWS emphasizes continuous learning and development of

employees' skills to enhance their performance This may include training programs,mentoring, job rotations, and career development initiatives.

- Performance Management: A high-performance work system establishes clearperformance expectations and provides regular feedback and coaching to employees Itfocuses on setting challenging goals, measuring performance objectively, andrecognizing and rewarding high performers Performance management processes mayinclude performance appraisals, feedback sessions, and performance-based incentives

3-4 Define employee engagement Explain why employee engagement is important

to organizations

Employee engagement refers to being psychologically involved in, connected to, and

committed to getting one’s jobs done Engaged employees “experience a high level ofconnectivity with their work tasks,” and therefore work hard to accomplish their task-related goals Engaged employees do their jobs as if they own the company

Employee engagement is important because:

- Increased Productivity: Engaged employees are more motivated and committed to theirwork, leading to higher levels of productivity They are willing to go above and beyondtheir job requirements, resulting in improved overall performance

- Retention and Loyalty: Engaged employees are more likely to stay with theorganization for a longer duration They feel a stronger sense of loyalty and connection,reducing turnover rates and associated costs of recruitment and training

- Better Customer Service: Engaged employees are more likely to deliver exceptionalcustomer service Their positive attitude and commitment translate into better interactionswith customers, leading to increased customer satisfaction and loyalty

- Innovation and Creativity: Engaged employees are more willing to contribute their ideasand suggestions, fostering a culture of innovation and creativity within the organization.They feel comfortable sharing their perspectives and are more likely to participate inproblem-solving and improvement initiatives

- Positive Organizational Culture: Employee engagement contributes to a positive workenvironment and organizational culture It enhances teamwork, collaboration, andemployee morale, creating a supportive and fulfilling workplace

3-5 Describe Kia UK’s six-step employee engagement HR strategy

- Leadership Commitment: Kia UK's leaders actively support and communicate theimportance of employee engagement throughout the organization They lead by exampleand create an engaging work environment

- Building Trust: Kia UK focuses on fostering trust among employees through opencommunication, transparency, and fairness in decision-making processes

- Employee Voice: Kia UK provides multiple channels for employees to express theiropinions, suggestions, and concerns This includes regular surveys, feedback sessions,and suggestion boxes

- Development Opportunities: The organization invests in employee developmentthrough training programs, mentorship, and coaching to enhance engagement and career

- Recognition and Rewards: Kia UK acknowledges and rewards employees' efforts andachievements through various recognition programs, incentives, and performance-basedbonuses

- Work-Life Balance: Kia UK promotes work-life balance by offering flexible workarrangements, wellness programs, and initiatives that support employees' well-being

3-6 List with examples the main generic types of corporate strategies and competitive strategies

Corporate-level strategy: Type of strategy that identifies the portfolio of businesses

that, in total, comprise the company and the ways in which these businesses relate to eachother

Generic Types of Corporate Strategies:

- Cost Leadership: This strategy aims to become the lowest-cost producer in the industrywhile maintaining acceptable quality The organization focuses on cost reduction,efficient operations, and economies of scale to offer products or services at a lower pricethan competitors For example, Walmart follows a cost leadership strategy by offeringeveryday low prices to attract customers

- Differentiation: Organizations pursuing a differentiation strategy aim to create uniqueand distinctive products or services that stand out in the market They emphasizeinnovation, quality, customer experience, and brand image to attract customers willing topay a premium Apple Inc is known for its differentiation strategy through innovativeand design-driven products

- Focus or Niche: This strategy involves targeting a specific market segment or nichewhere the organization can excel It requires a deep understanding of customers' needsand preferences within the chosen segment For instance, Tesla focuses on electricvehicles and caters to environmentally conscious customers who value sustainability

Competitive strategy: A strategy that identifies how to build and strengthen the

business’s long-term competitive position in the marketplace

Generic Types of Competitive Strategies:

- Cost Leadership: To gain a competitive advantage through lower costs compared torivals For example, a budget airline offering low fares by optimizing operationalefficiency

- Differentiation: To differentiate products or services in a way that attracts customersdespite higher prices For instance, a luxury hotel providing personalized services andexclusive amenities

- Focus: To target a specific market segment or niche and tailor products or servicesaccordingly An example is a software company specializing in developing solutions for

a particular industry

3-7 Define strategic human resource management How are strategic plans associated with the strategic HR management process?

Strategic Human Resource Management: Formulating and executing human resource

policies and practices that produce the employee competencies and behaviors thecompany needs to achieve its strategic aims

Strategic plan: The company’s plan for how it will match its internal strengths and

weaknesses with its external opportunities and threats to maintain a competitive position.The association between strategic plans and the strategic HR management process can beseen in the following steps:

- Environmental Analysis: Strategic plans consider the external and internal factors thatimpact the organization's operations HR professionals conduct a thorough analysis of thelabor market, industry trends, and internal capabilities to identify HR challenges andopportunities

- Goal Alignment: Once strategic plans are formulated, HR professionals align HR goalswith the overall strategic objectives This ensures that HR initiatives contribute to theachievement of the organization's mission and vision For example, if the strategic planemphasizes growth through innovation, HR may focus on talent acquisition strategies toattract creative and innovative individuals

- HR Strategy Development: Based on the goals and objectives set in the strategic plan,

HR professionals develop specific HR strategies to support the organization's overallstrategy These strategies may include talent management, performance management,training and development, compensation and benefits, and employee engagementinitiatives For instance, if the strategic plan emphasizes international expansion, HR maydevelop strategies for global talent acquisition and cross-cultural training

- Implementation and Evaluation: HR strategies are implemented through various HRprograms and practices HR professionals monitor and evaluate the effectiveness of theseprograms to ensure they align with the strategic goals and make necessary adjustments asneeded For example, HR may track employee performance metrics to assess the impact

of performance management initiatives on achieving strategic objectives

CASE STUDY

Carter Cleaning Company

The High-Performance Work System

As a recent graduate and as a person who keeps up with the business press, Jennifer isfamiliar with the benefits of programs such as total quality management and highperformance work systems

Jack has actually installed a total quality program of sorts at Carter, and it has been inplace for about five years This program takes the form of employee meetings Jack holdsemployee meetings periodically, but particularly when there is a serious problem in astore—such as poor-quality work or machine breakdowns When problems like thesearise, he meets with all the employees in that store Hourly employees get extra pay forthese meetings The meetings have been useful in helping Jack to identify and rectifyseveral problems For example, in one store, all the fine white blouses were coming outlooking dingy It turned out that the cleaner/spotter had been ignoring the company rulethat required cleaning (“boiling down”) the perchloroethylene cleaning fluid before

washing items like these As a result, these fine white blouses were being washed incleaning fluid that had residue from other, earlier washes.Jennifer now wonders whether these employee meetings should be expanded to give theemployees a bigger role in managing the Carter stores’ quality “We can’t be everywherewatching everything all the time,” she said “Yes, but these people earn only about $8 to

$15 per hour Will they really want to act like mini-managers?” Jack replied

Questions

3-19 Would you recommend that the Carters expand their quality program? If so, specifically what form should it take?

Yes, I would recommend that Carters expand their quality program to involve employees

in managing the stores' quality Employee involvement can be a valuable asset inmaintaining and improving quality standards within the organization

To implement this expansion, Carters can consider the following steps:

1 Employee Empowerment: Provide training and resources to employees to enhancetheir understanding of quality standards and their role in maintaining them This caninclude workshops, training sessions, and access to relevant quality guidelines andprocedures

2 Quality Circles: Establish quality circles or small groups of employees who meetregularly to discuss and identify quality-related issues, suggest improvements, andimplement solutions These circles can be cross-functional, involving employees fromdifferent departments, to promote collaboration and diverse perspectives

3 Recognition and Incentives: Implement a recognition program that rewards employeesfor their contributions to maintaining and improving quality This can include monetaryrewards, certificates, or other forms of acknowledgment to motivate employees toactively participate in the quality program

4 Continuous Improvement: Encourage employees to continuously seek opportunities forimprovement and innovation in quality processes This can be done through suggestionsystems, feedback mechanisms, and regular review meetings to discuss ideas andimplement changes

5 Communication Channels: Establish effective communication channels to ensure thatemployees can easily report quality-related issues, share suggestions, and providefeedback This can include regular meetings, suggestion boxes, or digital platforms forreal-time communication

By expanding the quality program and involving employees in managing quality, Carterscan tap into the valuable knowledge and insights of their frontline staff, leading toimproved quality outcomes and increased employee engagement

3-20 Assume the Carters want to institute a high performance work system as a test program in one of their stores Write a one-page outline summarizing important HR practices you think they should focus on

If Carters wants to institute a high-performance work system as a test program in one oftheir stores, they should focus on the following HR practices:

- Employee Involvement: Encourage employee involvement in decision-making

processes and provide opportunities for them to contribute their ideas and suggestions.This can be done through regular team meetings, suggestion systems, and participativemanagement practices.

- Skill Development: Invest in employee training and development programs to enhancetheir skills and capabilities This can include both technical training related to their jobroles and soft skills training to foster teamwork, communication, and problem-solvingabilities

- Performance Management: Establish a performance management system that includesclear performance expectations, regular feedback, and opportunities for growth andadvancement This can involve setting SMART (Specific, Measurable, Achievable,Relevant, Time-bound) goals, conducting performance appraisals, and providingconstructive feedback

- Rewards and Recognition: Implement a rewards and recognition program thatacknowledges and rewards employees' contributions and achievements This can includemonetary incentives, non-monetary rewards, and public recognition to motivate highperformance

- Work-Life Balance: Promote work-life balance by offering flexible work arrangements,such as flexible schedules or remote work options This helps employees manage theirpersonal and professional responsibilities, leading to improved job satisfaction andoverall well-being

- Communication and Feedback: Maintain open and transparent communication channelsbetween management and employees Encourage regular feedback, listen to employeeconcerns, and address them promptly This can be done through regular team meetings,suggestion boxes, and employee surveys

CHAPTER 4: JOB ANALYSIS AND TALENT MANAGEMENT

The Talent Management Process

For many people, the heart of human resource management, specifically recruitment,selection, training, appraisal, career planning, and compensation Managers traditionallyview these activities as a series of steps:

1 Decide what positions to fill, through job analysis, personnel planning, and forecasting.

2 Build a pool of job applicants, by recruiting internal or external candidates.

3 Obtain application forms and perhaps have initial screening interviews.

4 Use selection tools like tests, interviews, background checks, and physical exams to

identify viable candidates

5 Decide to whom to make an offer.

6 Orient, train, and develop employees so they have the competencies to do their jobs.

7 Appraise employees to assess how they’re doing.

8 Compensate employees to maintain their motivation.

Talent management: The holistic, integrated, and results and goal-oriented process of

planning, recruiting, selecting, developing, managing, and compensating employees.The manager who takes a talent management approach tends to do the following:

1 He or she starts with the results and asks, “What recruiting, testing, training, or pay

action should I take to produce the employee competencies we need to achieve our company’s goals?”

2 He or she treats HR activities such as recruiting and training as holistic and interrelated For example, the manager knows that having employees with the right

skills depends as much on recruiting and training as on applicant testing

3 Because talent management is holistic and integrated, the manager will endeavor to usethe same “profile” of required human skills, knowledge, and behaviors (“competencies”)for formulating a job’s recruitment plans as for making selection, training, appraisal, andcompensation decisions for it

4 And, the manager will take steps to coordinate/integrate talent management functionssuch as recruiting and training, for example, by making sure he or she is using the sameskills profile to recruit as to select, train, and appraise employees for a particular job.Doing so often involves the use of special talent management software

Organization chart: A chart that shows the organization's wide distribution of work,

with titles of each position and interconnecting lines that show who reports to andcommunicates with whom

Job analysis: The procedure for determining the duties and skill requirements of a job

and the kind of person who should be hired for it

Job description: A list of a job’s duties, responsibilities, reporting relationships, working

conditions, and supervisory responsibilities one product of a job analysis

Job specification: A list of a job’s “human requirements,” that is, the requisite education,

skills, personality, and so on—another product of a job analysis

The supervisor or human resources specialist normally collects one or more of thefollowing types of information via the job analysis:

● Work activities Information about the job’s actual work activities, such as

cleaning, selling, teaching, or painting This list may also include how, why, and

when the worker performs each activity.

● Human behaviors Information about human behaviors the job requires, like

sensing, communicating, lifting weights, or walking long distances

● Machines, tools, equipment, and work aids For instance, tools used, materials

processed, and knowledge applied (such as finance or law)

● Performance standards Information about the job’s performance standards (in

terms of quantity or quality levels for each job duty, for instance)

● Job context Information about such matters as physical working conditions, work

schedule, incentives, and, for instance, the number of people with whom theemployee would normally interact

● Human requirements Information such as knowledge or skills (education,

training, work experience) and required personal attributes (aptitudes, personality,interests)

Uses of job analysis information:

Recruitment and selection: The job analysis produces information about what duties the

job entails and what human characteristics are required to perform these activities, andthus helps managers decide what sort of people to recruit and hire

EEO Compliance: For example, to comply with the Americans with Disabilities Act,

employers should know each job’s essential job functions which in turn requires a jobanalysis

Training: The job description lists the job’s specific duties and requisite skills thus

pinpointing what training the job requires

Performance Appraisal: A performance appraisal compares each employee’s actual

performance with his or her duties and performance standards Managers use job analysis

to learn what these duties and standards are

Compensation: Compensation levels usually depend on the job’s required skill and

education level, safety hazards, degree of responsibility, and so on all factors you assessthrough job analysis

Steps in Job Analysis

The typical job analysis involves six main steps:

Step 1: Identify the use to which the information will be put because this will determine

how you collect the information Some data collection techniques—like interviewing theemployee are good for writing job descriptions Other techniques, like the positionanalysis questionnaire, provide numerical ratings you can use to compare jobs forcompensation purposes

Step 2: Review relevant background information about the job, such as organization

charts and process charts For example, the organization chart shows where the job fits inthe organization Review components coming from suppliers, check components going tothe plant managers, and give information regarding the components’ quality to thesemanagers Finally, an existing job description may provide a starting point for revisingthe job description

Step 3: With a job to analyze, the manager then generally selects a sam- ple of positions

to focus on For example, to analyze an assem- bler’s job, it is probably unnecessary toanalyze the jobs of all the firm’s 200 assembly workers; instead, a sample of 10 jobs willdo

Step 4: Analyze the job The manager then turns to actually analyzing the job, using one

or more of the methods we describe in the next section

Step 5: After actually analyzing the job, verify the information with the worker and with

his or her immediate supervisor The aims here are to confirm that the information (forinstance, on the job’s duties) is factually correct and complete, and to help gain theworker’s and supervisor’s acceptance

Step 6: Develop a job description and job specification The job description lists the

duties, activities, and responsibilities of the job, as well as its important features, such asworking conditions The job specifica- tion summarizes the personal qualities, traits,skills, and background required for getting the job done

Process chart: A workflow chart that shows the flow of inputs to and outputs from a

particular job

Workflow analysis: A detailed study of the flow of work from job to job in a work

process

Figure: Process Chart for Analyzing a Job’s Workflow.

Business process reengineering: Redesigning business processes, usually by combining

steps, so that small multifunction process teams using information technology do the jobsformerly done by a sequence of departments

The basic reengineering process is to:

1 identify a business process to be redesigned (such as processing an insuranceclaim);

2 measure the performance of the existing processes;

3 identify opportunities to improve these processes;

4 redesign and implement a new way of doing the work; and

5 assign ownership of sets of formerly separate tasks to an individual or a teamwho uses computers to support the new arrangement

Job enlargement (Mở rộng công việc): Assigning workers additional same- level

activities

Job rotation (Luân chuyển công việc): Systematically moving workers from one job to

another

Job enrichment (Làm phong phú công việc): Redesigning jobs in a way that increases

the opportunities for the worker to experience feelings of responsibility, achievement,growth, and recognition

Methods for collecting job analysis information

The interview: Managers may conduct individual interviews with each employee, group

interviews with groups of employees who have the same job, and/or supervisorinterviews with one or more supervisors who know the job Use group interviews when alarge num- ber of employees are performing similar or identical work because this can be

a quick and inexpensive way to gather information

Typical Questions: Typical interview questions include the following:

● What is the job being performed?

● What exactly are the major duties of your position?

● What physical locations do you work in?

Structured Interviews: Many managers use questionnaires to structure and guide the

interview These include questions regarding matters like the general purpose of the job;supervisory responsibilities; job duties; and education, experience, and skills required

Questionnaires: Having employees fill out questionnaires to describe their job duties

and responsibilities is another good way to obtain job analysis information Somequestionnaires are structured checklists A questionnaire is a quick and efficient way toobtain information from a large number of employees; it’s less costly than interviewing.However, developing the questionnaire and testing it (perhaps by making sure theworkers understand the questions) can be time consuming And, as with interviews,employees may distort their answers

Observation: Direct observation is especially useful when jobs consist mainly of

observable physical activities assembly-line workers and accounting clerks are examples.However, observation is usually not appropriate when the job entails a lot of mentalactivity (lawyer, design engineer) Nor is it useful if the employee only occasionallyengages in important activities, such as a nurse who handles emergencies Reactivity—the worker changing what he or she normally does because you are watching—is anotherproblem

Diary/log: Daily listings made by workers of every activity in which they engage, along

with the time each activity takes

Position analysis questionnaire (PAQ): A questionnaire used to collect quantifiable

data concerning the duties and responsibilities of various jobs

Electronic Job Analysis Methods Employers increasingly rely on electronic or online

job analysis methods, the job analyst may also convene, perhaps via Facetime or Skype,the job experts to discuss and finalize the knowledge, skills, abilities, and othercharacteristics required for doing the job and its tasks

Writing job description: The most important product of job analysis is the job

description This information is in turn used to write a job specification; this lists theknowledge, abilities, and skills required to perform the job satisfactorily

There is no standard format for writing a job description However, most descriptionscontain sections that cover:

1 Job identification: The job title specifies the name of the job, such as “supervi- sor

of data processing operations,” or “inventory control clerk.”

2 Job summary: The job summary should summarize the essence of the job andinclude only its major functions or activities

3 Responsibilities and duties: This is the heart of the job description It shouldpresent a list of the job’s signifi- cant responsibilities and duties

Writing Job Specification

The job specification takes the job description and answers the question “What humantraits and experience are required to do this job effectively?”

Specifications for Trained versus Untrained Personnel: Writing job specifications for

trained and experienced employees is relatively straightforward Here job specificationstend to focus on factors such as length of previous service, quality of relevant training,and previous job performance

Specifications Based on Judgment: Most job specifications simply reflect the educated

guesses of people like supervisors and human resource managers The basic procedurehere is to ask, “What does it take in terms of education, intelligence, training, and the like

to do this job well?”

Job Specifications Based on Statistical Analysis

The aim is to determine statistically the relationship between some predictor (human traitsuch as height, intelligence, or finger dexterity), and some indicator or criterion of jobeffectiveness, such as performance as rated by the supervisor

This procedure has five steps: (1) Analyze the job, and decide how to measure job

performance; (2) select personal traits like finger dexterity that you believe should predictperformance; (3) test candidates for these traits; (4) measure these candidates’ subsequentjob performance; (5) statistically analyze the relationship between the human trait (fingerdexterity) and job performance

Job-requirement’s matrix: A more complete description of what the worker does and

how and why he or she does it; it clarifies each task’s purpose and each duty’s requiredknowledge, skills, abilities, and other characteristics

A typical matrix lists the following information, in five columns:

Column 1: Each of the job’s four or five main job duties

Column 2: The task statements for the main tasks associated with each main job dutyColumn 3: The relative importance of each main job duty

Column 4: The time spent on each main job duty

Column 5: The knowledge, skills, ability, and other human characteristics (KSAO)related to each main job duty

Task statement: Written item that shows what the worker does on one particular job

task; how the worker does it; the knowledge, skills, and aptitudes required to do it; andthe purpose of the task

Using competencies models: Instead of listing the job’s duties, they are listing, in

competency models (or profiles), the knowledge, skills, and experience someone needs to

do the job Such models or profiles list the competencies employees must be able toexhibit to get their jobs done For example, in creating its competency model for HRmanagers, the Society for Human Resource Management describes a competency as a

“cluster of highly interrelated attributes” (such as research design knowledge, criticalthinking skills, and deductive reasoning abilities) that give rise to the behaviors (such ascritical evaluation) someone would need to perform a given job (in this case, HRmanager) effectively

Competency based job analysis: Describing the job in terms of measurable, observable,

behavioral competencies (knowledge, skills, and/or behaviors) that an employee doingthat job must exhibit to do the job well

How to Write Competencies Statements Identifying the job’s required competencies is

similar to traditional job analysis For example, you might interview job incumbents andtheir supervisors and ask open-ended questions regarding job responsibilities andactivities For each competency write a competency statement Ideally, the competencystatement will include three elements (1) The name and a brief description of thecompetency, such as “Project Management— creating accurate and effective schedules.”(2) Description of the observable behaviors that represent proficiency in the competency,such as “per- sonally accountable for the project’s execution and invested in the success

of the project; continuously manage project risks and dependencies by making timelydecisions.” (3) Proficiency levels For example (for project management):

Proficiency Level 1 Identifies project risks and dependencies and communicatesroutinely to stakeholders

Proficiency Level 2 Develops systems to monitor risks and dependencies and reportchanges

Proficiency Level 3 Anticipates changing conditions, risks, and dependencies and takespreventive action

REVIEW

1 Employers today often view all the staff–train– reward activities as part of a singleintegrated talent management process We defined talent management as the holistic,integrated, and results and goal-oriented process of planning, recruiting, selecting,developing, managing, and compensating employees When a manager takes a talentmanagement perspective, he or she should: keep in mind that the talent management tasksare parts of a single, interrelated talent management process; make sure talentmanagement decisions such as staffing and pay are goal directed; consistently use thesame “profile” for formulating recruitment plans for a job as you do for making selection,training, appraisal, and payment decisions for it; and integrate/coordinate all the talentmanagement functions

2 All managers need to be familiar with the basics of job analysis

- Job analysis is the procedure through which you determine the duties of thedepartment’s positions and the characteristics of the people to hire for them

- Job descriptions are a list of what the job entails, while job specifications identifywhat kind of people to hire for the job

- The job analysis involves collecting information on matters such as workactivities; required human behaviors; and machines, tools, and equipment used

- Managers use job analysis information in recruitment and selection, compensation,training, and performance appraisal

- The basic steps in job analysis include: deciding the use of the job analysisinformation, reviewing relevant background information including organization

charts, analyzing the job, verifying the information, and developing jobdescriptions and job specifications.

3 There are various methods for collecting job analysis information These includeinterviews, questionnaires, observation, participant diary/logs, and quantitativetechniques such as position analysis questionnaires Employers increasingly collectinformation from employees via the Internet

4 Managers should be familiar with the process for writing job descriptions Mostdescriptions contain sections that cover job identification, a job summary, a listing ofresponsibilities and duties, the job incumbent’s authority, and performance standards.The job description may also contain information regarding the job’s working conditionsand the job specifications Many employers use Internet sources such aswww.jobdescription com to facilitate writing job descriptions

5 In writing job specifications, distinguish between specifications for trained versusuntrained personnel For trained employees, the process is relatively straightforwardbecause you’re looking primarily for traits like experience For untrained personnel, it’snecessary to identify traits that might predict success on the job Most job specificationscome from the educated guesses of people like supervisors and are based mostly onjudgment Some employers use statistical analyses to identify predictors or human traitsthat are related to success on the job

6 Human traits and behaviors that may predict the job candidates’ likelihood to beengaged and which the manager might therefore want to include in the job specificationinclude adaptability, passion for work, emotional maturity, positive disposition, self-advocacy, achievement orientation, and a work history that includes a demonstratedcommitment to serve others

7 Employers are using competencies and profiles in talent management, particularlycreating “profiles” for each of their jobs The profiles list the competencies, personalattributes, knowledge, and experience required to do the job Each job’s profile thenbecomes the anchor for creating recruitment, selection, training, and evaluation anddevelopment plans for each job Competency-based job analysis means describing the job

in terms of measurable, observable, behavioral competencies (such as specific skills) that

an employee doing the job must exhibit to do the job well With the job of, say, a teammember possibly changing daily, one should identify the skills the employee may need tomove among jobs

DISCUSSION QUESTIONS

4-1 Why, in summary, should managers think of staffing, training, appraising, and paying employees as a talent management process?

Managers should think of these activities as part of a talent management process because

it helps them effectively attract, develop, and retain the right talent for theirorganizations Talent management involves strategically managing and nurturingemployees' skills, capabilities, and potential By viewing staffing, training, appraising,and paying employees as part of talent management, managers can align these processeswith the organization's goals, ensuring that they are effectively supporting and developing

their workforce.

For example, when managers think of staffing as a talent management process, they focusnot only on filling positions but also on finding individuals who have the potential togrow and contribute to the organization in the long term Similarly, training anddevelopment programs are designed to enhance employees' skills and competencies,aligning them with the organization's future needs Appraising employees involvesproviding feedback and guidance for improvement, while also recognizing and rewardingtheir achievements Finally, paying employees is not just about compensation but alsoabout providing incentives that motivate and engage employees to perform at their best

4-2 Define job analysis What are the different types of information derived from a job analysis?

Job analysis: The procedure for determining the duties and skill requirements of a job

and the kind of person who should be hired for it

The different types of information derived from a job analysis are as follows:

● Job description: A list of a job’s duties, responsibilities, reporting relationships,

working conditions, and supervisory responsibilities one product of a job analysis

● Job specification: A list of a job’s “human requirements,” that is, the requisite

education, skills, personality, and so on—another product of a job analysis

● Job requirements: This includes the qualifications, certifications, education, and

experience needed for the job

● Job context: The work environment, including organizational culture,

relationships, and conditions

4-3 With the help of examples, explain how the information gathered through a job analysis can be used in different ways

Cách 1: a job analysis for the position of a Marketing Manager.

- Job Description: The job description would outline the duties and responsibilities of theMarketing Manager, such as developing marketing strategies, managing campaigns,analyzing market trends, and coordinating with other departments This information helpscandidates understand the role and expectations

- Job Specifications: The job specifications might include requirements such as abachelor's degree in marketing, 5+ years of experience in a similar role, proficiency indigital marketing tools, strong leadership skills, and excellent communication abilities.These specifications assist in screening and selecting qualified candidates

- Job Requirements: The job requirements might state that the candidate should have astrong understanding of market research, experience in brand management, and theability to analyze marketing metrics These requirements help ensure that the selectedcandidate possesses the necessary skills and knowledge

Cách 2: The information gathered through a job analysis can be used in various ways,

including:

- Recruitment and selection: A job analysis helps in identifying the necessary

qualifications and skills required for a job This information can be used to create jobadvertisements, develop selection criteria, and assess candidates during the hiringprocess.

- Training and development: By understanding the tasks and skills involved in a job,organizations can design training programs that address specific job-relatedcompetencies

- Performance appraisal: Job analysis provides a basis for developing performancecriteria and evaluation methods It helps in setting performance standards and assessingemployees' performance against those standards

- Compensation and benefits: The information gathered from a job analysis helps indetermining the relative worth of a job and establishing appropriate compensationstructures

- Workforce planning: Job analysis data can aid in identifying potential skills gaps andplanning for future workforce needs

For example, if a job analysis reveals that a particular role requires strong analytical skillsand attention to detail, the organization can use this information to design a targetedtraining program to enhance those skills Similarly, if a job analysis identifies physicaldemands as an essential aspect of a job, the organization can consider ergonomicmeasures to ensure a safe and healthy work environment

4-4 Briefly describe what is included in a job description

A job description provides an overview of a specific job role and includes the followingelements:

- Job title: The official title of the position

- Job summary: A brief description of the purpose and primary responsibilities ofthe job

- Duties and responsibilities: A detailed list of the tasks and duties associated withthe job

- Reporting relationships: The positions the job reports to and any positions thatreport to it

- Working conditions: Information about the physical and environmental conditions

in which the job is performed

- Physical and mental demands: Any physical or mental requirements necessary forperforming the job

- Qualifications: The minimum education, experience, and skills required for thejob

4-5 Explain how you would conduct a job analysis

- Identify the purpose: Determine why the job analysis is being conducted and whatspecific information is needed

- Select the jobs to analyze: Decide which jobs within the organization will be subject toanalysis

- Collect data: Gather information through various methods such as interviews,

questionnaires, observation, and reviewing existing documents or records.

- Analyze the data: Examine the collected information to identify key tasks,responsibilities, skills, knowledge, and qualifications required for the job

- Validate the analysis: Share the findings with subject matter experts, incumbents of thejob, and supervisors to ensure accuracy and completeness

- Document the results: Create job descriptions, job specifications, and other relevantdocuments based on the analysis

4-6 Differentiate between competency-based job analysis and an analysis based on a job description and specifications What are the benefits of a competency-based job analysis?

Competency-based job analysis focuses on identifying the specific competencies orbehaviors required for successful job performance It emphasizes the skills, knowledge,abilities, and personal attributes that contribute to high performance in a particular role

On the other hand, an analysis based on a job description and specifications primarilyfocuses on the tasks, duties, and qualifications associated with a job

The benefits of a competency-based job analysis include:

- Enhanced selection process: By identifying the core competencies needed for a job,organizations can design more targeted and effective selection procedures This ensuresthat candidates with the right skill set and attributes are chosen, leading to better jobperformance and increased organizational success

- Improved performance management: Competency-based job analysis allowsorganizations to align performance expectations with specific competencies This enablesmanagers to provide more accurate feedback, set meaningful performance goals, anddesign development plans tailored to individual needs

- Targeted training and development: By identifying the key competencies required for ajob, organizations can design training and development programs that directly addressthose areas This ensures that employees receive the necessary knowledge and skills toexcel in their roles

- Succession planning: Identifying critical positions and the competencies required forsuccess enables organizations to identify and develop potential successors

4-7 Explain how you would create a job requirements matrix for a job

Job-requirement’s matrix: A more complete description of what the worker does and

how and why he or she does it; it clarifies each task’s purpose and each duty’s requiredknowledge, skills, abilities, and other characteristics

How you can create a job requirements matrix:

- Identify the job: Start by selecting the job position for which you want to create thematrix

- Determine the key requirements: Review the job analysis results, including the jobdescription, job specifications, and any competency-based analysis, to identify the criticalrequirements for the job These may include educational qualifications, certifications,technical skills, soft skills, and competencies

- Create a matrix: Prepare a matrix with the job requirements listed on the left-hand side

as rows and the different levels of proficiency or importance as columns

- Rate the requirements: Assign a rating or level of importance to each requirement based

on its significance for the job You can use a scale like High, Medium, and Low or assignnumerical values

- Fill in the matrix: For each requirement, indicate the level of proficiency or importanceaccording to the assigned rating This could be based on specific qualifications, years ofexperience, or demonstrated competency levels

- Review and modify: Once the matrix is complete, review it to ensure it accuratelyreflects the job requirements Make any necessary adjustments or additions based on theanalysis

4-8 What is employee engagement? Explain how job specifications can be written to include the requirement of employee engagement.

Employee engagement refers to being psychologically involved in, connected to, and

committed to getting one’s jobs done Engaged employees “experience a high level ofconnectivity with their work tasks,” and therefore work hard to accomplish their task-related goals Engaged employees do their jobs as if they own the company

To include the requirement of employee engagement in job specifications, you canconsider the following approaches:

- Behavioral indicators: Specify behaviors or actions that demonstrate employeeengagement For example, you can include statements such as "Demonstrates a proactiveand positive attitude towards work" or "Actively seeks opportunities to contribute to teamsuccess."

- Teamwork and collaboration: Emphasize the importance of collaboration and teamwork

in the job specifications This can be done by including statements such as "Ability towork effectively in cross-functional teams" or "Demonstrates strong interpersonal skillsand builds positive relationships with colleagues."

- Initiative and innovation: Highlight the expectation for employees to take initiative andcontribute innovative ideas For instance, you can include statements like "Showscreativity in problem-solving" or "Takes ownership of projects and suggests processimprovements."

- Customer focus: Emphasize the importance of delivering excellent service and meetingcustomer needs Job specifications can include statements like "Demonstrates a customer-centric mindset" or "Strives to exceed customer expectations."

- Passion for the job: Job specifications can highlight the importance of individuals whoare genuinely interested in and enthusiastic about their work

- Proactive and self-motivated: Including these qualities in job specifications indicates thedesire for employees who take initiative, show autonomy, and actively seek opportunities

to contribute

- Teamwork and collaboration: Job specifications can emphasize the ability to work well

in teams, build positive relationships, and actively participate in a collaborative work

- Strong communication skills: Effective communication is crucial for engagement Jobspecifications can emphasize the need for employees who can communicate clearly,listen actively, and foster open dialogue

- Continuous learning and growth mindset: Job specifications can highlight theimportance of employees who are open to learning, adaptable to change, andcontinuously seek opportunities for personal and professional development

CASE STUDY

Carter Cleaning Company

The Job Description

Based on her review of the stores, Jennifer concluded that one of the first matters she had

to attend to involved developing job descriptions for her store managers

As Jennifer tells it, her lessons regarding job descriptions in her basic management and

HR management courses were insufficient to convince her of the pivotal role jobdescriptions actually play in the smooth functioning of an enterprise Many times duringher first few weeks on the job, Jennifer found herself asking one of her store managerswhy he was violating what she knew to be recommended company policies andprocedures Repeatedly, the answers were either “Because I didn’t know it was my job”

or “Because I didn’t know that was the way we were supposed to do it.” Jennifer knewthat a job description, along with a set of standards and procedures that specified whatwas to be done and how to do it, would go a long way toward alleviating this problem

In general, the store manager is responsible for directing all store activities in such a waythat quality work is produced, customer relations and sales are maximized, andprofitability is maintained through effective control of labor, supply, and energy costs Inaccomplishing that general aim, a specific store manager’s duties and responsibilitiesinclude quality control, store appearance and cleanliness, customer relations,bookkeeping and cash management, cost control and productivity, damage control,pricing, inventory control, spotting and cleaning, machine maintenance, purchasing,employee safety, hazardous waste removal, human resource administration, and pestcontrol

The questions that Jennifer had to address follow

- Job Title: Clearly state the title of the position, which in this case is "Store Manager."

- Job Summary: Provide a brief overview of the general aim and purpose of the role, such

as "The store manager is responsible for directing all store activities to ensure qualitywork, maximize customer relations and sales, and maintain profitability through effective

control of labor, supply, and energy costs."

- Duties and Responsibilities: List the specific tasks and responsibilities that the storemanager is expected to perform Based on the given information, these may include:Quality control, Store appearance and cleanliness, Customer relations, Cost control andproductivity, Inventory control, Purchasing, Human resource administration, etc

- Qualifications and Requirements: Specify the necessary qualifications, skills, andexperience required for the role, such as educational background, relevant experience,and any specific certifications or licenses

- Reporting: Indicate who the store manager will report to and any positions they will beresponsible for supervising, if applicable

- Standards and Procedures: It is practical to include standards and procedures within thejob description, as they provide clear guidelines for how tasks should be performed Thiscan help to ensure consistency and adherence to company policies

4-17 Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate?

Jennifer should consider including standards and procedures within the body of the jobdescription By integrating them into the document, it becomes a comprehensive guidefor the store manager This approach provides a single point of reference for the manager

to understand both their responsibilities and the expected methods for accomplishingthem It also helps to alleviate any confusion or misinterpretation regarding companypolicies and procedures

4-18 How should Jennifer go about collecting the information required for the standards, procedures, and job description?

- Conduct interviews: Schedule interviews with current store managers to gather theirinsights and perspectives on their roles and responsibilities This will help in identifyingthe key tasks and requirements

- Job observation: Spend time observing store managers in action to gain first-handknowledge of their daily activities, challenges, and interactions

- Review existing documentation: Examine any existing documentation, manuals, orguidelines that are currently available within the organization

- Consult subject matter experts: Seek input and guidance from relevant experts withinthe organization, such as HR professionals or senior management, to ensure accuracy andcompleteness of the job description

- Research industry standards: Explore industry-specific guidelines and standards thatmay be applicable to the store manager's role

4-19 What, in your opinion, should the store manager’s job description look like and contain?

Based on the provided information, the store manager's job description should becomprehensive and cover the various aspects of the role It should include the following:

- Job title: Store Manager

- Job summary: Briefly describe the purpose of the role and its key responsibilities.

- Duties and responsibilities: Provide a detailed list of the specific tasks andresponsibilities, such as quality control, store appearance, customer relations,bookkeeping and cash management, cost control, inventory control, machinemaintenance, employee safety, etc

- Qualifications: Outline the required education, experience, skills, and competenciesneeded for the role, such as retail management experience, knowledge of inventorymanagement systems, strong leadership skills, etc

- Performance expectations: Set clear expectations for performance, including salestargets, customer satisfaction goals, and other relevant metrics

- Reporting relationships: Specify the hierarchy and the individuals the store managerreports to

- Working conditions: Mention any specific working conditions or requirementsassociated with the role, such as physical demands or working hours

Additionally, the job description should be written in a clear, concise, and understand language It should provide enough detail to give a comprehensiveunderstanding of the role, but avoid unnecessary jargon or complexity

easy-to-CHAPTER 5: PERSONNEL PLANNING AND RECRUITING